Adobe Analytics Documentation Mission Possible

Transcript

Hello and welcome to our webinar, Adobe Analytics Documentation Mission Possible. My name is Justin Swanson and I’ll be your host today. I’m a Senior Customer Marketing Manager here at Adobe and focus on Adobe Analytics. Before we jump into our presentation today, we have a bit of housekeeping. This webinar is being recorded and after the webinar, we’ll be sending out a copy of the recording, which will include the slides. There are a few things on your screen I’d like to point out. First, you can readjust the size of your widgets and modules on your screen. Feel free to adjust the sizes during the presentation to fit your needs. Second, we’ve shared a number of resources related to today’s webinar. You can find those in the related content panel on the top right side of your screen. Third, throughout our session, if you have questions for our presenters, simply type your question into the Ask the Presenter box in the bottom center of your screen. We have several people behind the scenes to answer questions or tee them up for our speakers during Q&A. We’ll do our best to get to all the questions, but if we don’t, we’ll follow up in a discussion thread on the Adobe Analytics community, which is also linked in the related section. Finally, at the bottom, you’ll find your webinar console. Here you’ll find additional information about our speakers and a survey. Please be sure to take that before you leave. That’s how we pick topics and presenters for future sessions. There’s also a reaction button which can be used to give our presenters a bit of love. Feel free to click on that emoji button and try that out now.

Now that those are out of the way, let’s get to our agenda, or should I say mission briefing. Today, we are all secret agents taking on what many think is the impossible task of documentation. While this might not seem like the most exciting topic, I assure you, you won’t find two more passionate people than our guest speakers and secret agents, Jeff Loomer and Jen Dungen. I promise you are in for a treat. After their 45-minute presentation, we will debrief with a 15-minute Q&A and wrap up the webinar. Without further ado, I will pass it over to Jeff and Jen.

Let’s get started. Your mission, should you choose to accept it, is to evaluate the needs of your company and resources you have available to create documentation for your implementation. This can be in many forms, both within and external to Adobe. What we will present to you today is just a sample of what can be done, things to spark your own journey to create something that works for you. We will cover not only the implementation itself, but also how to create traceability as well as concepts that should be considered in order to shape the outcome of the final system. It should be noted that documentation is a living entity. It will evolve over time. Don’t feel that you need to cover all the elements right now. Start small, build on it, and make adjustments to accommodate you and your team’s needs. This message will self-destruct in the 5, 4, 3, 2.

Hello. The name is Agent Bubbles. Today, you have been given temporary clearance to call me Jeff.

So give me just a second here. I’m trying to get back in. I’ve been given temporary clearance back into my system. As you can see, things are getting just a little bit difficult to get back in. Ah, much better. So as you can see, things are just a bit difficult. They told me that I can reveal my identity to all of you.

Can everyone see me now? So anyway, my name is Jeff. I am the Manager of Digital Analytics for Kroger Personal Finance. If you haven’t already heard of Kroger, we are actually the largest grocery retail in the United States. At Kroger Personal Finance, we drive value by partnering with the third-party vendors to bring our products to our customers. Those products are credit cards, which are made possible by a long-standing partnership with US Bank, gift cards, and money services. As the Manager of Digital Analytics, it is my job to work with our digital partners to set up reporting, work with the marketing organizations to ensure proper campaign tracking methods, and to make sure standards and documentation procedures are properly maintained. Having been with Kroger since 2013, I spent at least my first five years providing implementation guidance and debugging work. Having originally come from the insurance industry, the importance of proper and thorough documentation procedures was impressed upon me and it became a part of my professional DNA. When I later joined Kroger, I continued to leverage ways and tools to keep improving our small teams documentation methods. The developer organization was already using things like JIRA and Confluence, and I’m very proud to say that my early efforts to actually adopt these tools and work with my team to develop these processes and standards, are a legacy that are still used by that group that I left behind. But I’m getting just a little bit ahead of myself and we still have a lot to talk about. So I think it’s time that I actually introduce my fellow agent, well, actually my fellow presenter, Jennifer Duncan, codename JDiv. Thank you, Agent Bubbles. As mentioned, my name is Agent JDiv. If I were to tell you my real name, I’d have to kill you. Hang on. Wait. I’m sorry, I’ve just been informed you all have the proper security clearance. My real name is Jennifer Duncan. I am the Optimization Manager Analytics for the Torstar Corporation. This is one of Canada’s largest media companies, whose properties include the Toronto Star, six regional daily newspapers, 25 community newspaper websites, each of which cover anywhere from 1 to 15 publications, and many other digital ventures. I started out as a developer, moved into quality assurance, and I’m now in charge of the web analytics across all of our properties. I can attest that the importance of documentation from all of the aforementioned positions I have held, and also state that without proper documentation, half my time would be spent just answering the same questions over and over again, rather than sending people to that documentation to find out what they need for themselves. So, clear and complete documentation is critical to my ability to perform my job and optimize my day-to-day tasks.

Thank you, Agent. I mean, Jen, I’m going to have to get used to that. Well, you all should know how this works by now. It is the standard for every spy movie that you’ve ever seen. If you have no proof, meaning it was never written, recorded, photographed, taken down, and stored for posterity, it simply, you know, doesn’t exist. So, if we use that logic and keep things fairly basic in the context for what we’re about to discuss, it’s important for us to at least establish a baseline definition, even if it sounds, you know, elementary. So, what exactly is documentation? So, it is the method of internally just capturing all information, necessary to properly execute a process and or provide the technical specifications to reproduce a product within your organization. So, it is important to note that creating documentation is, you know, a continuous activity, right, that must be carried out while, you know, while processes and products are being developed in order to properly ensure, you know, the delivery of that desired outcome. Think about this, though. Documentation, it is a key ingredient to understanding most everything that we do in our day-to-day business so that not only, you know, because it describes what we’re seeing and doing, right, but it also provides a historical record. Just like what we said before, it doesn’t exist. Historical record of who, why, when, and how it was originated has to exist. All right. In the main area of it, admin area of Adobe, you will configure all of your custom elements, props, EVARs, events, etc. There are optional description fields. However, if you leave these empty, you’re doing yourself and your team and everyone who is going to be building reports a disservice. These fields are a powerful tool that you should be using every single time. Most of these descriptions are not going to be used in the same way that you would in a different way. All of these descriptions will allow up to 255 characters that will allow you to add information that provides additional context. This can be information about why it’s being tracked, what’s being tracked, or what the format is, how the information is being collected, where the data is coming from, or anything that can help people understand what that item is being used for. This is powerful enough just being in the admin area. However, it goes beyond that. The descriptions that you add to your tracking elements show in your workspace. Each element has an info icon that when clicked on will bring up a context window showing not only a sample of the data, but also the description field that describes that dimension or event. Now users who are trying to build reports have additional information about the elements that can help them understand the usage and if this is really what they want to use. Description fields are available in many locations within Adobe. The rule of thumb is if there’s a description field, use it. It doesn’t take a long time to put in a brief description, but they are so helpful in the long run.

If you’re using processing rules, it’s also a good idea to add notes to each rule outlining what is happening and why. Since processing rules actually change the outcome of your values, it is very, very, very important to make this information readily available. You can also bring additional context to these processing rules in an external document, and we’ll get a little bit to that later.

Now the first step to an effective master document, no matter what tool you use, is having a clear and organized structure. Here is just a sample of what I do for my organization. Don’t feel that you need to copy this exactly, but I make sure to split my document into two main sections. Things that apply globally to the site like headers, footers, core events that can be triggered from multiple locations. Excuse me. Then a section dedicated to specific pages. I also have a footer in my master doc to notate color coding changes throughout the document so that anyone new to it can easily understand what the highlights and colors mean without having to search all over the place to try and figure it out.

Within the global and page-specific sections, I break each of these items out into subsections. Data layer needs, expected outcomes. You know, that includes things that are pulled from cookies or DOM elements. I do a whole section on activity map regionalizations, so we know exactly what’s to be expected when we’re using the activity map plugin. Special interactions or elements on that page like form submitted successfully or clicks on expand collapse elements, basically anything interactive. Everything that should have tracking is listed and documented in the master document with all expected prop evar events clearly outlined in this output. So no one is left guessing and it should and shouldn’t be part of the tracking call. Even use icons to denote mandatory variables. So variables that should exist in every call from optional or included variables in each context. This doesn’t even have to be in work. Any tool that allows you to create an organized structure to present your information, such as this example from Confluence. Jeff? If you’ve heard of Wikipedia, then using Confluence shouldn’t be too intimidating. There are many pros and cons to each tool, which we will cover later in the presentation. Now to augment my large master document, I supplement it with a spreadsheet which presents the information in a simplified manner. One tab is used to list all the parameters in use. Also, you’ll notice the description column matches the in Adobe variable descriptions that we showed earlier. However, since Adobe only allows 255 characters, we can’t list all the parameters in the use. However, since Adobe only allows 255 characters, I will sometimes create additional verbiage here to give additional rules or context for that item. When a description needs to be updated, it is always updated in both places at the same time to ensure that the document stays consistent. I will also use additional tabs to provide things like hierarchy visualizations. Since this provides a nice visual way to make your document look more like a visual document, I will also use the same tabs to provide things like hierarchy visualizations. This provides a nice visual way to see the hierarchy breakdown and make sure that new pages are added to the appropriate locations. This is assuming you’re not using your URL breakdowns for this. I will also include a parameter page mapping so that people can see a visual representation of how the data interacts across the site. I also add comments to the cells to show samples of the expected value for that page, as you can see here in my example. And then following up on the previous slide about processing rules, I use a spreadsheet to outline all the rules I’m using. Date columns with conditional formatting to highlight when there are changes between the QA and PROD environments. So that I don’t forget to make changes that are in test currently, when the build goes live, I can make sure that those are in sync. Along with brief notes about what was changed in the rule. So if I can’t do a straight copy from one suite to the other, I know what to look for when manually making my updates. I have a list of every parameter that is part of that rule. So I know exactly what that rule is affecting. And if something goes wrong, I can go back and go, well, I got a problem with EVAR 5. Where is EVAR 5 being manipulated? It gives me that extra bit of traceability. And then I also put in a copy of the reason for the rules. Again, kept in sync with the descriptions in Adobe. Now, if you aren’t ready to create your own custom solution like this, Adobe has a BRD template available for download that you can use to get started. That didn’t actually exist when I started doing this, which is why mine is so unique. But Adobe is customizable to your need. So start with the basics and build on it. And then if you’re using Adobe Launch, you can add notes to your builds, extension rules, data elements, and more. At a bare minimum, you should be adding notes to your builds. This can be a simple point and form list of what’s being changed, added, removed, etc. Or you can add detailed notes about each release. While these can’t be searched at, which would be a fantastic option, wink, wink to the Adobe people on the call, each set of notes is a little bit different. Each set of notes is specific to your build and can help you find at what date something was deployed a little easier than having to review every revision of all the rules and data elements in each of those builds.

You can even keep a running list of notes in your rules, data elements, etc. These notes are actually iterative. Each new version will keep a copy of the previous notes while appending any new notes that you make. Each note is dated so you know when those changes were made. Using build notes, which are isolated in conjunction with your running notes for your revisions, can significantly improve your workflows within your tag management ecosystem.

Adobe even has built-in traceability in the form of revision comparison. This can show you in detail what was changed between revisions, but knowing which revisions to compare, depending on how many revisions are created during a test cycle or between sprints, can be difficult. The notes you create can help you identify much quicker what you should be looking at.

Jeff, over to you. Also, if you’re not already using images in your visual descriptions, you are definitely missing out. There are those of us who have worked diligently with Adobe to make this possible. If you’re not sure how to do this, I recommend creating a free account with Imgur where you can actually get a full image URL and then just insert the link right into the descriptions of your workspace visualizations. Just show the image and then you can resize it as needed and you’re ready to go, as the phrase goes. A picture is worth a thousand words and this situation is no different. Then when you save the project, there are several optional fields, including description, version notes, and tags. That’s coming up shortly. The description field is a valuable field that you can use to describe what your report covers, what type of information or segmentation being applied, etc. This description will be shared across all versions. Then as you start to make changes to your workspaces, Adobe now maintains previous versions. But if you do a lot of iterative saves to make sure that you don’t lose a lot of work, it may be a good idea to save your finalized versions with notes. These notes can explain what the changes are and why they’re made. But there’s an added bonus of being able to see these version notes in the history of the project, plus the added feature of being able to filter the list to only see the versions that have notes. In this way, you can actually continue to save as many times as you need without fearing a massive log of changes if you need to open an older version. Now, if you’ve ever used Photoshop, you should be familiar with the customizable palette. Now, why do I bring this up? First of all, I think you’ll find this parallel quite valuable. But I believe I’ve got a little bit of explaining to do. If you haven’t already set the Adobe Analytics workspace to display the new landing page, I highly recommend doing so. Because all of the other features you might leverage from this very screen, did you know that you can also manage the tags of your projects right from here? And just like the landing page, you can actually filter for any and all tags that you create for your projects. It’s also important to note that the tags in your scheduled projects are different than the tags in your working projects. In fact, your tags can be different from object to object, which is why it’s important to remember that you can actually filter for any and all tags that you create for your projects. Which is why it’s important to remain consistent from object to object. Why do you ask? Well, remember that palette that I showed you earlier? Well, we’re getting there. The first thing that I need to show you is how easy it’s actually to see and create tags. And for that, I’m actually going to give you a live demo right now. So bear with me while I actually go ahead and share that. Okay, Jen, can you verify that I am now sharing the page? I see it now. You can. Okay. So now that I’m on the page from this new landing page, what I’m going to do is I’m going to actually click this filter. And you can see right here in this very first caret, I can reveal all of the tags right here, which you can easily use. To filter and show any of the tags that you and your fellow users have created will appear here and allow you to immediately filter your projects. This functionality is actually parallel to how it behaves on the project and scheduled projects page, as well as for other components. Then from within a workspace project, you then have additional options. So in the search area, you can search for just about any tag that you’ve ever created. So you can either enter a hashtag and just begin tagging about anything that, you know, I’m sorry, helps if I actually do those memory things. And I’m starting to think, boy, all right. So if I just start typing. Notice also it just starts giving me anything that I can do. So I can just say, for instance, okay, maybe hotel. That’s pretty cool. It just immediately starts giving me a full list of things. Now, even more interestingly, there’s actually a list of there’s some examples of already provided out of the box tags. So if I just start typing here, if I do, for instance, marketing channels. Or say standard metrics. So all of these, so marketing channels, standard metrics, dimensions, date ranges, calculated metrics. Those are all hashtags, all of these are available right out of the box. But that’s not actually what you came here to see. So what you really wanted to see was the power of due diligence and hard work, right? So as you can see from this report, someone’s actually, you know, they’ve already started building it. And what it really needs is some more things to really help it mean something more. Type in the tag core. This is where you’re going to see the magic happen. You will see that I instantly receive the palette that I was talking about. One more thing, you know, from this screen, I also have the ability to edit tags. Okay? So if I were to simply just like select this tag and maybe another tag, I can just click on this little tag icon. And I wanted to, you know, add something right else. You know, one more thing. I just wanted to add hour or something. Maybe I just wanted to add, you know, just like time as notice that it’s not on there as something. So if I just wanted to add this as an additional tag, I could just go ahead and hit enter. And then I could go down there and select save. And I’d have a brand new tag added on here. It’s super simple just to go ahead and edit. And you saw already all of the additional tags that were available to me in this list that I could already just add right onto it. And that’s it. It’s that simple to work with tags. I’ll stop sharing and come right back.

Jen? All right. Other parts of documentation to consider and is often overlooked is even just a general notification to your stakeholders. How do you let people know when changes are being made? This can be as simple as an email that is sent out informing relevant parties that there’s an upcoming deployment and a brief description of those changes. Depending on your stakeholder list, this group of users may have a company distribution list or multiple lists depending on how many people you’re dealing with. You may need to maintain such lists yourself. The other option is does your company have a custom notification system? Our DevOps team created an internal system that maintains stakeholder lists and templates. Notifications can be saved in draft mode so that they can be made in advance and updated prior to sending out. And a copy of every email that’s sent is stored in the database. It can be pulled up and reviewed later if required. This is obviously something that is required as more advanced development work, but your company may already have something similar that you can leverage without having to start from scratch. The other thing, do you have a centralized location that provides a list of changes and the deployment dates? This list could be maintained in something like Confluence or even in that notification system that I just showed. If there is proper linkage to your tickets, this could serve as both a notification and change log repository. Jeff? Another important part of documentation is even just related to the day-to-day updates, changes, fixes that are being made in your system. Tracking such changes could be as simple as using your company’s ticketing system like Jira, Bugzilla, they.com, etc. Are these tickets part of your standard sprint releases? Are they a separate Kanban board? How and where you organize this really depends on your organizational structure. But it can be a good idea to have something that is available to your team to see the ongoing work. Basically, is there traceability that your organization can go back and review if needed? Change logs and notification systems we just discussed should link to each ticket, creating an interconnected web of traceability.

So, things to remember when choosing where to store your external to Adobe documentation. Who will need access and do they have the rights to that chosen location? Is the documentation solely for internal staff? Do vendors or external partners need access? If that location you’ve chosen is behind a firewall, can the files be saved and exported to provide to external partners? Can the vendors be granted access behind that firewall? There’s a lot of different things that need to be considered and who your audience really will be. Jeff? There are challenges of keeping your documentation up to date and relevant. So, no matter where you store it, but that decision is fundamental when you’re starting out. So, you have any number of choices. You can put it on a share drive, save it on Dropbox, Google Docs, MS Teams. If you’re not going to override it, a version, someone’s going to already be working on it. Or you can try to use an online collaboration tool like Confluence. Now, Confluence has a lot of security behind it and you can even be firewalled at your company if needed. Even better, you can even have control over what certain people can do on your page. For instance, you can have a smaller team making edits and then everyone else may only view the page. Some tools have built-in version control, which we’ll talk about next. And Confluence isn’t the only system that allows for such controls. Most tools have the ability to set security levels and access rights. This is just one such tool. In my case, because I have to work with so many third-party vendors, I need a location that doesn’t require me to constantly request new access from our Confluence admins. So, while I keep a simplified section in Confluence, in that section, I link from there out to Word documents stored in the Google Drive. And then I can control the access rights myself. Of course, you do need to make sure your company is okay with using similar cloud storage solutions.

Next is who is responsible to create an update documentation? Are there one or two key people on the team responsible for it all? Is it a specific person per product? Do you have regular meetings and consolidation reviews to ensure that the tagging strategy being employed is doing it so consistently? And when I say consistently, it doesn’t necessarily mean that the same e-bar is being used in all products for the same value. It’s more about the way things are being tagged, the type of data being collected, that we’re using similar naming conventions so that your upper management knows how to use the system properly. Are you using similar ways of triggering the tracking so that you know that a certain type of action will trigger it instead of different kinds of triggers? Is there a review process in place before the changes are published to that repository? Last thing you want is for somebody to push something up that is not quite ready and your developers start looking at it. When you do make changes, how do you notate them? Word has tracked changes or you could use color coding or change logs. There’s a lot of different ways to notate what changes are being made, and you just need to make sure that your company can use that system and is all happy with it. Next is, do you have version control? And is it reliable, which Jeff will now talk about? Yes, version control is very important. The beauty of a tool like Confluence, you can see right here in this screenshot, you’re seeing colors, you’re seeing crossouts, you’re seeing all of these kinds of things. It allows you to look at previous iterations of your requirements, when those changes were made, by whom, and it allows you to see even if something goes wrong. So, version control also allows you to prevent change conflict between multiple users. And then switch, my problem, sorry, let’s start that over. It also gives you the ability to configure pages and documents so that you receive alerts for regular changes and help you maintain that proper control. Now, some version controls are not created equally. There are some systems that will lock files that are actively being edited, thus preventing a conflict, while there are other systems that will allow for live editing, meaning you can see everyone changes as they’re being made. While other inferior systems, though they maintain date versions, revisions, still allow people to save and overwrite changes being made at the same time, that may not be desirable, it all depends upon what your organization has chosen to use. In this case, you need to be more diligent and manage your team to ensure that you aren’t destroying a co-worker’s changes. Wink, wink, wink. So, now, the last point, as an aside, this doesn’t really fit into its own bucket, but it is, you know, that some systems like Confluence also have a version of tagging, similar to the earlier discussion that we just showed with Adobe. If your tools allow for it, make sure that you also remember to tag your pages with the most relevant tags to make them easier to search so that others, you know, even you, can search and find them later. Or you just might find yourself, you know, like scratching your head, trying to figure out why you’re having such a hard time finding your own page. You know, the entire reason that we’re putting these pages in place is to make your job easier. Right? Okay. So…

So, if you’re considering consolidating, migrating, or cleaning up your suites, you need to know what you have, what’s working, what’s not working, what’s being used, what the purpose of everything is before you can even consider such a task. And even once you have full documentation at your disposal, you should be performing regular focused reviews of your implementation to make sure that it’s still relevant. What worked even a year ago may no longer be needed today, depending on how much has changed functionally on your site or sites. So, these are all things that you have to make sure, again, iterative process, going back, reviewing, and making sure that everything is still accurate. And Jeff? Remember, just because you don’t know what something does, doesn’t mean it’s not important to someone. You don’t want to just throw out those extra pieces without understanding what they do.

Great. Wow. Thank you, Jeff and Jen. That was outstanding. And Jeff, you, in true secret agent format, you actually pulled off the impossible. You did a live demo without breaking the whole system. So, congratulations on that. That was great. All right. All right. So, it looks like we have a couple of questions from our audience. We’ll go ahead and take those now. If you haven’t had a chance to submit your question to our presenters, you can do so by using that Ask a Presenter panel. And a reminder, if you must leave early, please don’t forget to take our short survey. It’s just three questions, and it helps us select topics for future sessions. All right. So, the first question, and Jen, I believe this was for you on, I think it was asked during the, on your, what slide was it? I have it up here. The spreadsheet, about spreadsheets. And it says, how do you manage a million different pages or thousands of different templates in this documentation method? So, basically, I don’t do every individual page. I do page types. So, working for a news organization, our, our website is built into like, you know, we’ve got articles, we have video pages, we have image pages, we have section pages, we have this type of page, we have that type of page. So, it’s not necessarily that I break it into individual pages, more individual page types. Basically, pages that have a similar tagging structure. And of course, within those, there are going to be fluctuations. Technically, all your, your content, your articles, videos, images could all be broken under a content type. And there could be optional fields such as video parameters or image parameters or article specific parameters, which would then all fall under that, that one bucket as optional. I hope that answers your question. I know it’s, it’s, it’s a daunting task, but you really need to do it. Yeah, no, that’s great, great suggestions. All right. Okay, does workspace have any ability to create, says create folder structure for organizational purposes? Oh, God, I wish it did. I have not noticed such a thing, however, your tags could be used as a proxy for that. So, rather than a folder at this point, you could create a tag, which is like a proxy for a folder, then you could just filter for that tag. Jeff, might you have something to add on to that? That’s kind of how I’ve done a little bit of organization, even that’s how I’ve started to do some organization on my components to make it easier to find components. You know, it’s, you know how frustrating it is to actually go and look for components off to the left side. So you start to look for a component, you get on, especially with variables and things. I hate that. You know, you start looking for a variable, you type in v10, and you get v110, 100, 1000, all that stuff. So I’ve used that as a shorthand for, you know, just to easily find variables or segments or things like that. It’s so much easier. So you can do the exact same thing for projects and all that as well. Good proxy. Great. Thank you for both your thoughts. All right. Next question. How is adding the image, not a visualization, something of value? Can you please provide a use case? How is adding an image of value? Adding an image. So I have explained this to my organization as use it in a way of storytelling. I have used it as an illustration to help my organization understand how something is being used. So Brent Dykes is a wonderful person to explain storytelling. And when you are trying to explain how something is being done, I can’t tell you how many times I hate writing descriptions. And when you are trying to explain something for data that is being done, when you can literally just go ahead and take a screenshot or just grab a picture or something like that, I do this all the time where I’ll go out to the site and I will literally just do and label things and then go over to Imgur and paste my picture. And then all I have to do is just drag that right in and I’ll have to, you literally just put in your URL for that picture and you can resize it right inside your visual, in your visualization. And then there it is right along with your data. You’ve basically taken care of the work of explaining what it is. You might have to put it in a couple of words as to what that image is along with the data. And it saves you so much time. So that along with a description, it’s much faster than having to write a paragraph about what the data is below. Does that answer the question? Yeah. And Jeff, to add on to that, it could even be like a Visio flow diagram, like showing your decision points. Yes, no. And show you that how the flow is working without having to describe, well, path one, path two, happy path, failure path, whatever. Even better. Yeah. Even better, if you don’t like what the visualization does in Adobe Analytics, go build it out in PowerPoint and take that and pull it into Adobe Analytics. I can’t tell you how many times I’ve looked at what Workspace has done. It’s like, that’s ugly. I’ll go into PowerPoint. I’ve gone ahead and built my own graph and done a screenshot of that. And then put it over to Imgur and pull it back into Adobe Analytics because you can’t do your customizations on graphs in Workspace. So I just go ahead and do my customization in PowerPoint, pull in what I want in Workspace, and I’m done. It’s like, forget it. I can’t get what I want customized in Workspace. I’ll just go do it on my own.

I love it. Got to be resourceful, right? Got to be a separate agent. Yeah, exactly. Exactly. And people tend not to read as much anymore. Paragraphs will turn people off. A picture is a lot easier to digest. People don’t want to have to take the time to read stuff. Just do it. Exactly. Great. All right. Next question. This says, nice suggestions, but labor intensive. How big are your teams? Two people. I’m a team of one. My second is still learning.

So diving into that, how would you react to that statement of, this is labor intensive. How do I find time to do this? You make the time. Yeah. I’ve said that what you do is when you – because the thing is, is you can’t think about the fact – and this is a point that I’ve made so many times. It’s like when I’m creating an object or something like that, I create a component or a segment or something like that. It’s like, oh, I’ve got to go ahead and do this. It’s like, oh, man, this is taking so much time. I’ll come back. Nope, I stopped myself in that moment right there. And it’s like, no, I don’t have the time to come back and do that later. It’s like create the segment, do the title, do the description, put in the tags, build the stuff and go on. Because if I use the – if I have the mentality that I’m going to come back and fill it out later, it won’t happen. Don’t let yourself ever fall into that trap. Ever, ever, ever, ever. Don’t. Because documentation, like I said before, it is an ongoing thing. Don’t. If you do it, smack yourself because it won’t happen. You pet yourself thinking, I’ll come back and do it later. You’re fired. Right there on the spot. Just don’t do it.

Great. Anything to add, Jed? Nah, sorry. Yeah, well, again, like if somebody comes to me with a bunch of changes, I say, well, I got to prioritize them. I do the documentation first. I write the ticket that says, here’s the details, go to the master doc. So no tickets get written for analytics without the master doc being there and ready for somebody to read the details of implementation. Because if it’s not there, it’s going to get done wrong. Great. Great. Now, I will say, when I was on my previous team, there was a lot at the very beginning of what we were doing. There was. We started out first where we were a small team. So it was one of those things where it gradually built. So it’s not like we started off and then we ended up. I mean, the documentation built and it happened over time. There was one person, one or two people that we had on the team. And it was like we started out with a couple of Word documents. And then somebody came to us and told us, hey, guess what? We have this great tool called Confluence and JIRA. And my manager said, hey, you’ve got to figure out maybe trying to get this. And I’m like, yeah, that’s really cool. And then there was like, you know how it is when you try to get a new tool. It’s like, I don’t know if we want to do that. And it’s like, oh, well, we got to. Maybe we could do that. I’d like to do it. And some other people like, we don’t like doing documentation. It’s like, well, yeah, that is. So it’s like, well, eventually. And then we finally just started doing things at a time. It’s like and then finally a couple more. And it’s like, hey, let’s do this process. And then I had another person that came onto the team. I said, watch this. And they’re like, yeah, let’s do that. And then all of a sudden it was just more and more and more. And then, you know, when I left the team, they found more ways to just keep building and building and building on it. Now that as I look back on it, it’s just blossomed and it’s awesome. And so they’ve just taken different ways to do things. And it’s awesome. I love how things have just grown in different ways as to how they’ve kept it going. So, yeah. Yeah. Great, great points. And I think, too, it’s if you look at it as a whole, it can be very overwhelming. But like you said, it’s those baby steps, right? It’s just just do one thing at a time. Like, you don’t just me. I mean, it’s just it’s you know, there it was it was, you know, collaboration, group effort and things like that. It’s you know, it was basically that, you know, one person says, yeah, it’s a great idea. It’s a great idea. And it’s just kept on going. Great, great. OK, we have a couple more questions. Here’s here’s a good one. If you came into an organization with no website documentation, where would you recommend starting? I’ve been through that with a merger where I took over a site that had no documentation. That one is always tricky. The first thing that I do is I say, well, this is a priority for the business. You need to give me time to work on it. And I will literally go through every single page and I will look using the debugger tools at every piece of information that is being sent and try to correlate that to what’s going on. OK, what are the names of these? What do they look like they’re doing? And I will I will basically brute force it one item at a time to figure out what’s there before I start making any changes. I start looking at what reports are going out. Is there a data team that might be using data to check with them and say, OK, what are you using? What’s important to you? And it is a slow and I will be honest, it is a painful, painful process. But if you want it to succeed, unfortunately, that’s the way it’s got to be done. You got to kind of slowly go through it piece by piece by piece and try to build out your understanding. Now, I’m not going to lie to you. You may accidentally delete something when you think you’ve got a handle on it and you’re like, OK, I’m good. Let’s start making some changes. You might break something. That’s why you have a notification system that goes out that says, by the way, I’m doing something. If anyone notices anything that breaks, please let me know so we can revert. Yeah, but yeah. I’m really glad you didn’t say the place you start is just going and crying in the closet. So that was good. You didn’t start there. You started positive. All right. Next question. Do you have a system to manage all the different workspaces, also global segments? That is one thing that I would like to get more of. Right now, I have kind of the start of a document. Basically, any workspaces that are scheduled. I have a document that outlines this spreadsheet. So similar to the other spreadsheets that say exactly the name of the report, when it’s scheduled to go out, when it expires, what’s going to, and any other relevant information. And that way I can also watch what stuff is coming out. So I actually built in my own logic to email a Slack channel so that anybody could see that a report was coming due. And it still does that. So anybody can go and update any of the reports who has admin rights. Now for your, for your web page, you can go to the web page. And update any of the reports who has admin rights. Now for your segments and other stuff, again, probably start with a spreadsheet. Try to figure out what information is the most relevant and try to figure out a format that works for you and the people that are going to be using it. And this could be an evolution. Everything normally is. You start with something, see if it’s working. If it doesn’t, you make a little revision. Try that for a while. If that’s not, you make another little revision. And just keep revising until you actually get to a place where you’re happy that covers the needs of you and the people who are using it. And Jeff, I’m not sure if you have any suggestions there. So now I did mention that I’m a team of one. I can’t take full credit on things here. So I said, KPF. KPF goes to business doing, you know, and we make, you know, what we do to drive value is we go to business with third party partners. So in order to be able to, you know, to leverage those, the abilities, I do have a third party contractor that I also do work with in order to, you know, anytime that I need assistance. So I can’t do implementation. I can’t do all of that stuff on my own. So KPF, when we need that kind of assistance, I will go to that third party contractor, you know, to help when I need it for additional reporting, workspace support, things like that. So it’s not like I have, like I’m this super, you know, you know, so I do have that kind of support, you know, that I can draw upon if, you know, when I need to. So, you know, I can say, hey, guys, you know, can you help me, you know, with those kinds of things? So they do, they are very valuable to me in those instances. So, yeah, that is, so they are a fantastic resource that I can go to and say, hey, I need help getting these reports done, you know, those kinds of things. Or, you know, so it’s not, you know, it’s not like I’m completely out there on my own just having to do those kinds of things. So I definitely can go to them and say, help, you know, on a fairly regular basis. But there are dollar signs that are associated with those kinds of things, too. So that’s the other part of it. So I always have to keep that in mind, manage that kind of thing as well. So that’s one thing that, you know, I have to do in this role, too. I have to manage that kind of a thing as well. Great. Great. All right. Next question. Do you have any suggestions for tracking events like changes in the implementation or third-party events? Do you use a timeline format, something better than a spreadsheet? Can you just repeat some of the details? I just want to make sure I caught all of that. Yes. It’s a longer question, yes. So do you have any suggestions for tracking events like changes in implementation or third-party events? Then on top of that, do you use a timeline format, something better than a spreadsheet? I’ve not done any sort of kind of timeline type thing. And I’m not sure what kind of third-party events we’re talking about. Maybe this is a good post-follow-up. We can try and get a little bit more detail and just try to understand exactly the ask because I don’t want to give the wrong answer. We can do that then. Okay. Great. All right. Next question. How do document shared segments, calculated metrics, or how do you document shared segments, calculated metrics, et cetera? Yeah. At the moment, I haven’t got those documented. I think there was a very similar question earlier that I think I would like to document, like that type of thing. Again, I’m sort of playing with the idea of a spreadsheet. And I use user groups. So when I share out segments to people, I don’t generally share them to one or two people. I share them at a user group level. So anyone who’s in our news stream, everything that’s news-related gets shared to the news stream. Anyone that’s in our classified stream gets the classified type stuff shared to them. Anyone who’s in, you know, the auto-selling gets the auto-selling ones sent to them. So because I deal with a lot of different groups and different types of websites, I just break it down into groups. And everyone in that group just kind of gets it rather than trying to maintain individual users, which would probably make my head explode.

Great. Well, it looks like there’s a couple questions that we are going to have to answer post-follow-up. So please feel free to check the Adobe Analytics link then. And I think we have one more thing.

OK. So you guys, I’ve been thinking about something. You’ve been calling me Jeff this entire time. Yeah, you’ve been calling me Jen this entire time. Yeah. Yeah. You probably shouldn’t do that anymore.

Wow. You know, credit to Jeff and Jen. They do nothing half effort. This was absolutely fantastic. Thank you so much for your time. And thank you for everyone who attended. Before we go, I just wanted to remind you to please take that short survey at the end of this and that this was recorded and we will be sending out the recording shortly with the slides. Hope you all have a wonderful day and wonderful afternoon. Thank you.

Thank you.

You.